How Business Model Coherence Unlocks Value Amid the Digital Transformation
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Innovate & Transform

How Business Model Coherence Unlocks Value Amid the Digital Transformation

/ Report

In an era of constant disruption and technological advances—especially related to AI—business model coherence, or the alignment of a firm's business and operating models, has become critical to successfully navigating the digital transformation and improving enterprise performance. Such coherence helps businesses stay competitive and adapt, and ensures optimal outcomes—particularly for organizations undergoing rapid digital transformation and innovation.

This report examines the common forms of business model incoherence—that is, the “blockers” that inhibit ideal business performance—and provides a framework for executives to analyze, understand, and eliminate business model incoherence in their enterprises. It is based on interviews and workshops with senior executives and supplemented by insights from advisory boards of and research groups led by The Conference Board and the University of Cambridge.

In an era of constant disruption and technological advances—especially related to AI—business model coherence, or the alignment of a firm's business and operating models, has become critical to successfully navigating the digital transformation and improving enterprise performance. Such coherence helps businesses stay competitive and adapt, and ensures optimal outcomes—particularly for organizations undergoing rapid digital transformation and innovation.

This report examines the common forms of business model incoherence—that is, the “blockers” that inhibit ideal business performance—and provides a framework for executives to analyze, understand, and eliminate business model incoherence in their enterprises. It is based on interviews and workshops with senior executives and supplemented by insights from advisory boards of and research groups led by The Conference Board and the University of Cambridge.

Authors

Charles Popper

Charles Popper Charles Popper

Co-Program Director, CIO Business Council
The Conference Board

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Chander Velu

Chander Velu Chander Velu

Senior Fellow
The Conference Board

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Chen Ye

Chen Ye Chen Ye

Contributing Writer
The Conference Board

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Fathiro Putra, PhD

Fathiro Putra, PhD Fathiro Putra, PhD

Contributing Writer
The Conference Board

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